When Mayurika was studying, she was the most talkative student. The teacher ended make her the monitor for the class and Mayurika would be responsible for writing the names of the children on the board who spoke / made noise when the teacher was away. We all know this drill in schools at least when I went to one. She later realised the futility of being the monitor - she could not get to talk now.
In my consulting assignments, I interact with individuals who resist change because they want to. People climb Mount Everest because it is there and they want to. To get the change past these people is a challenge. You make them feel important, appeal to their egos, show the benefits. In the end you simply let them make the monitors of the class. And it works.
When I changed the existing PT curriculum one of the NCOs was skeptical. I could have just ordered him to implement the change but I was sure that in my absence he would go back to his original ways. I announced that he was the champion for the change and the reason for doing so was, that because of his opposition he could provide the much needed balance (yin-yang).
A democracy works only when the opposition is as strong as the ruling party. A landslide victory means doom for the country. Checks and balances help us emerge stronger.
In any change initiative, we identify the driving and restraining forces, the champions, the fence sitters and the objectors and then try to find out what makes them tick. Everyone has an agenda, the aim is to deal with each group of people in a unique manner that makes sense to them.
And if in a meeting with 3 people (my reportees) all agree with me, i have 3 extra people who I should get rid of in my next meeting.
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